Analysis
Signing up Acute trusts in the south and east of England, and the Midlands, have also expressed interest in signing up to Open and Honest. Ms Harris says: ‘I would like to see all trusts doing this reporting; it is very important that we are open and honest with our public, and willing to learn from avoidable mistakes or incidents. ‘The data are there to kick off a conversation about improving care and how we can do that, and then to provide support from other trusts and NHS England to achieve it. ‘We want to make the whole programme and process as easy as possible and meaningful for trusts, without creating an extra burden for them.’ Ms McErlain-Burns says the power of the scheme lies in its simplicity and the fact that Rotherham’s senior nurses have been supportive of the programme from day one. ‘Everyone knew that being transparent with our patients and their families was the right thing to do, and we have tried to build on this by sharing the results of ward nursing accreditation programmes,’ she says. ‘The programme is still developing. Hopefully in the next few months there will be an opportunity to include data on the numbers of nurses on duty at the time of a harm.’
Find out more For more information on Open and Honest, go to www.england.nhs.uk/ourwork/pe/ohc For information on the nursing strategy, Compassion in Practice, visit www.england.nhs.uk/nursingvision 14 April 2014 | Volume 21 | Number 1
Marks & Spencer business guru turns his eye to the health service Sir Stuart Rose has plans to transform the culture of the NHS and improve leadership, writes Nick Triggle THE APPOINTMENT of former Marks and Spencer boss Sir Stuart Rose to carry out a review of NHS leadership means different things to different people. For health secretary Jeremy Hunt, it is a chance for health service managers to learn from ‘one of the country’s most inspirational leaders’. But for Unison’s head of health Christina McAnea, it is another sign of a government obsessed with the ‘cult of celebrity’. This, of course, is not the first time a leader from the world of business has been brought in to review NHS practices. In the early 1980s, Sainsbury’s boss Sir Roy Griffiths carried out a review of management, which paved the way for a more defined structure involving doctors and general managers. More recently, in 2002, then prime minister Tony Blair invited former Confederation of British Industry director general Lord Turner to look at roles and responsibilities. His findings were never published, but they are credited with influencing the move to give nurses and other staff extra powers to free up doctors’ time. So what can the NHS expect from its latest private sector guru? Sir Stuart’s remit is likely to be narrow – he has been asked to focus on the 14 trusts currently in special measures to identify how the NHS can transform the culture in under-performing hospitals. He will also give his views on what the health service should do to develop and recruit future leaders. Sir Stuart, who is not being paid, has committed to producing a ‘short’ report by the end of the year. He is likely though to have an immediate impact. When his appointment was announced, Sir Stuart made clear his ethos: ‘The NHS is a very different institution from M&S, but leadership, motivating staff and creating a culture where people are empowered to do things differently are crucial to the success of any organisation.’
PA
physiotherapy has not received it, for example, other teams can ask what they can do to help. There is also a plan to introduce the programme in community, mental health and maternity services across the north of England, and NHS England has started working with maternity units to make this happen in relation to the reporting of still births.
Sir Stuart’s CV During the 1990s and early 2000s, Sir Stuart held chief executive roles at the Burton Group, Argos, Arcadia and Booker. He became M&S chief executive in 2004 and immediately fought off several takeover bids by Philip Green. He was named 2006 Business Leader of the Year by the World Leadership Forum and was knighted two years later. He left M&S in 2011 after a period as chair. Since then he has held several non-executive roles before become chair of online grocery retailer Ocado a year ago. At M&S, one of his tactics was to encourage managers to go on the shop floor to connect with staff and customers. Sir Stuart is also known to be a fan of coaching and training, once remarking that the demands on senior managers were so broad that people needed somewhere to ‘learn all this stuff’. But NHS Confederation chief executive Rob Webster believes it is wrong to focus solely on Sir Stuart’s advice. Salford Royal NHS Foundation Trust chief executive Sir David Dalton has also been recruited to carry out a review. He will look at how the NHS can make better use of its existing leaders. Mr Webster says Sir David is ‘one of our finest leaders’, so the combination of the two knights will be ‘very powerful’. Nick Triggle is a freelance writer NURSING MANAGEMENT
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Signing up Acute trusts in the south and east of England, and the Midlands, have also expressed interest in signing up to Open and Honest. Ms Harris says: ‘I would like to see all trusts doing this reporting; it is very important that we are open and honest with our public, and willing to learn from avoidable mistakes or incidents. ‘The data are there to kick off a conversation about improving care and how we can do that, and then to provide support from other trusts and NHS England to achieve it. ‘We want to make the whole programme and process as easy as possible and meaningful for trusts, without creating an extra burden for them.’ Ms McErlain-Burns says the power of the scheme lies in its simplicity and the fact that Rotherham’s senior nurses have been supportive of the programme from day one. ‘Everyone knew that being transparent with our patients and their families was the right thing to do, and we have tried to build on this by sharing the results of ward nursing accreditation programmes,’ she says. ‘The programme is still developing. Hopefully in the next few months there will be an opportunity to include data on the numbers of nurses on duty at the time of a harm.’
Find out more For more information on Open and Honest, go to www.england.nhs.uk/ourwork/pe/ohc For information on the nursing strategy, Compassion in Practice, visit www.england.nhs.uk/nursingvision 14 April 2014 | Volume 21 | Number 1
Marks & Spencer business guru turns his eye to the health service Sir Stuart Rose has plans to transform the culture of the NHS and improve leadership, writes Nick Triggle THE APPOINTMENT of former Marks and Spencer boss Sir Stuart Rose to carry out a review of NHS leadership means different things to different people. For health secretary Jeremy Hunt, it is a chance for health service managers to learn from ‘one of the country’s most inspirational leaders’. But for Unison’s head of health Christina McAnea, it is another sign of a government obsessed with the ‘cult of celebrity’. This, of course, is not the first time a leader from the world of business has been brought in to review NHS practices. In the early 1980s, Sainsbury’s boss Sir Roy Griffiths carried out a review of management, which paved the way for a more defined structure involving doctors and general managers. More recently, in 2002, then prime minister Tony Blair invited former Confederation of British Industry director general Lord Turner to look at roles and responsibilities. His findings were never published, but they are credited with influencing the move to give nurses and other staff extra powers to free up doctors’ time. So what can the NHS expect from its latest private sector guru? Sir Stuart’s remit is likely to be narrow – he has been asked to focus on the 14 trusts currently in special measures to identify how the NHS can transform the culture in under-performing hospitals. He will also give his views on what the health service should do to develop and recruit future leaders. Sir Stuart, who is not being paid, has committed to producing a ‘short’ report by the end of the year. He is likely though to have an immediate impact. When his appointment was announced, Sir Stuart made clear his ethos: ‘The NHS is a very different institution from M&S, but leadership, motivating staff and creating a culture where people are empowered to do things differently are crucial to the success of any organisation.’
PA
physiotherapy has not received it, for example, other teams can ask what they can do to help. There is also a plan to introduce the programme in community, mental health and maternity services across the north of England, and NHS England has started working with maternity units to make this happen in relation to the reporting of still births.
Sir Stuart’s CV During the 1990s and early 2000s, Sir Stuart held chief executive roles at the Burton Group, Argos, Arcadia and Booker. He became M&S chief executive in 2004 and immediately fought off several takeover bids by Philip Green. He was named 2006 Business Leader of the Year by the World Leadership Forum and was knighted two years later. He left M&S in 2011 after a period as chair. Since then he has held several non-executive roles before become chair of online grocery retailer Ocado a year ago. At M&S, one of his tactics was to encourage managers to go on the shop floor to connect with staff and customers. Sir Stuart is also known to be a fan of coaching and training, once remarking that the demands on senior managers were so broad that people needed somewhere to ‘learn all this stuff’. But NHS Confederation chief executive Rob Webster believes it is wrong to focus solely on Sir Stuart’s advice. Salford Royal NHS Foundation Trust chief executive Sir David Dalton has also been recruited to carry out a review. He will look at how the NHS can make better use of its existing leaders. Mr Webster says Sir David is ‘one of our finest leaders’, so the combination of the two knights will be ‘very powerful’. Nick Triggle is a freelance writer NURSING MANAGEMENT
Downloaded from RCNi.com by ${individualUser.displayName} on Nov 28, 2015. For personal use only. No other uses without permission. Copyright © 2015 RCNi Ltd. All rights reserved.
